Reducing Time to Competency in New Hires: Creating a Manager Owned Blended Learning Approach Vince E - PowerPoint PPT Presentation

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Reducing Time to Competency in New Hires: Creating a Manager Owned Blended Learning Approach Vince E

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Title: Reducing Time to Competency in New Hires: Creating a Manager Owned Blended Learning Approach Vince E


1
Reducing Time to Competency in New Hires
Creating a Manager Owned Blended Learning
ApproachVince Eugenio, PhD SPHR CSPChief
Learning Officer Randstad North America Global
eLearning Head, Randstad Holding
nvvince.eugenio_at_us.randstad.com770 303 6809
2
Goals
  • Determine how strategic intent drives
    instructional design
  • Articulate the benefits of a structured
    onboarding process that managers, rather than HR
    owns
  • Linking design to corporate strategy
  • Learn how to engage managers in the process of
    onboarding new hires
  • Evaluate business impact through critical success
    factors
  • Calculate reduction in expenses based on a
    blended learning approach

3
There is nothing more difficult to carry out nor
more doubtful of success, nor more dangerous to
handle, than to institute a new order of
things. Machiavelli
4
Who is Randstad?
  • Who we are we
  • 45 year old Dutch Company
  • 3rd/4th largest staffing company in the world
  • Forbes A List Company
  • What do we do?
  • We put people to work!
  • 250,000 world wide 52,000 N America

5
Who am I?
  • Chief Learning Officer Randstad N America
  • Global eLearning Head Randstad Holding NV
  • Performance Management, Leadership Development,
    Curriculum Development, Operations Training
  • Learning Services to Clients and External Talent
  • Experience
  • 25 years in education w/18 of those in corporate
    learning and development

6
Challenges and Opportunities
  • Aggressive growth expectations
  • Learning and development aligned to business
    needs
  • 45 turnover
  • Focus on onboarding and reducing time to
    competence
  • Lack of consistent management involvement in
    development
  • Create process to engage managers
  • Prove business contribution
  • Provide metrics

7
Learning Strategy Drivers
  • Business Metrics
  • TW
  • GM
  • Retention
  • Business Drivers
  • Increased focus on quality and consistency of
    onboarding
  • Increased focus on reducing time to competency
  • Increased focus on retention
  • Increased pressure to show results

8
Strategic Alignment
Strong Concepts
Best People
Randstads BusinessStrategy
Excellence in Execution
Superior Brands
9
Strategic Alignment
Develop
Hire
HR - Best People
Retain
Reward
10
Strategic Alignment
Leadership Development
Ops Training Certification
LearningDevelop Retain
Performance Management
Management Training
11
Strategy Enabler
Leadership Development
Ops Training Certification
Develop Retain
Performance Management
Management Training
Ability to Get DATA!!!!!
12
Managing the Ownership Shift
13
Managing the Shift My Perspective
Training
Performance
Environmental Managerial
14
Managing the Shift Their Perspective
Training
Performance
Environmental Managerial
15
A Typical Client Request.
My people are not performing, so they must need
training! Get on it!
16
A Typical Training Response.
I agree, some classesare just the answer!
17
A Typical Training Response.
Yes Sir! 47 classes coming right up, Sir!!
18
Not Managing the Shift..
19
Why the _____ ISNT training working!!!!!!!!!



_at_
Training
Clients
20
Your CEO/CFO/Boss asking the career
MAKINGor BREAKING..
21
THE BIG QUESTION
22
Can you quantify YOUR business
contribution?????!!
23
The typical situation
Learner takes training
Managersassign training
Productivity
Training trains
Training owns learning
HR owns onboarding
24
The perceptual leap
Manager owns performance
Learner owns development
Productivity
Managertrains
Learning provides systems and tools
Manager owns onboarding
25
Showing business contribution
26
Bottom line look at business impact
effectiveness.. But first.. Who knows the
first of Gagnes seven events of instruction?
27
2004 Onboarding Analysis
Speed of Growth
28
2004 Onboarding Business Impact
In millions Business days 149 Total
sales 40.3 over budget Growth over prior
year 84.9 Revenue per day 0.300 over
budget Revenue per day over prior year 0.300
increase Operating profit 40 over
budget Operating profit over prior year 125
increase   Projected to exceed sales by 60
million in 2004.
29
Tools for Driving Ownershipthrough the
Application of Data
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As of today, I am very confident that I can
3.90
3.24
explain how Randstad is different.
3.72
3.75
...use a mix of sources to recruit top talent.
2.95
3.44
conduct a successful interview using Behavioral
Event and traditional questions.
2.94
identify and use effective questions to bring a
customer to a recognition of needs.
3.48
2.46
3.38
plan and conduct an effective sales call.
2.76
overcome objections using the LAER model.
2.41
3.72
take a detailed and specific job order.
2.99
3.68
make a superior match.
3.04
3.38
use Prism to support my business.
2.77
3.61
Average for all objectives
2.84
35
The Tactical How
  • Slowly removed training from driving the process
  • Structured the process and tools so managers
    drove it
  • Continually shaped and sent messages that
    managers owned the process
  • Enabled learners to control their learning
  • Told new hires that their managers owned the
    process
  • Used Cornerstone to automate the process

36
Previous practice
  • Paper and labor intensive
  • Difficult to track and manage
  • Difficult to get feedback
  • Difficult to evaluate
  • Expensive

37
New Process
  • Leverages our HCMS Cornerstone
  • Provide for evaluation and quality control
  • Uses a self service model for reporting against
    execution
  • Significant savings in supporting materials

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Calculating efficiency value
  • Blended learning eliminated 4 days of onboarding
    training
  • 800 new hires x 4 days 3200 days
  • 3200 days x 400GM per day 1,280,000 GM

44
Lesson Learned
  • Align to strategy
  • Engage senior management
  • Communicate and set expectations
  • Place an emphasis on organizational change
  • Give credit to managers
  • Realize this is an iterative process
  • Trust but verify
  • Use data to drive change and adherence
  • Results are a shared responsibility
  • Show business impact

45
B
B
What are your steps?
A
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